Organisational culture in the public sector - evidence from six organisations
By: PARKER, Rachel
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Contributor(s): BRADLEY, Lisa.
Material type: 
ArticlePublisher: 2000Subject(s): Public Sector Management | Organizational Culture | ValuesThe International Journal of Public Sector Management 13, 2-3, p. 125-141Abstract: A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post-bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisatons in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and prouctivity. Suggests, however, that public sector organisations continue to emphasise the values of bureaucratic or hierarchical organisational culture
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post-bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisatons in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and prouctivity. Suggests, however, that public sector organisations continue to emphasise the values of bureaucratic or hierarchical organisational culture
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